AFM280 Chapter Notes - Chapter 13: Job Satisfaction, Work Unit, Job Performance
8 Aug 2018
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Chapter 13 – Leadership Styles & Behaviours
13.1 LEADERSHIP: STYLES AND BEHAVIOURS
• Leadership – the use of power and influence to direct the activities of followers toward goal achievement.
• Can be judged on followers, retention of talent, grievances filed, etc. Unit performance such as profit margins, market
share, sales, etc.
• Leader-Member Exchange Theory – a theory describing how leader-member relationships develop over time on a dyadic
basis. The phases are:
o Role Taking – the phase in a leader-follower relationship when a leader provides an employee with job
expectations and the follower tries to meet those expectations. Leader tries to get feel for talent and motivation
levels of the employee.
o Role Making – the phase in a leader-follower relationship when a follower voices his or her own expectations for
the relationship, resulting in a free-flowing exchange of opportunities and resources for activities and effort.
Employee would contribute more effort.
o High-quality exchange → frequent exchange of information, support, attention, higher levels of communication,
trust, respect, and obligation.
o Low-quality dyad → limited exchange of info, influence, support, and lower levels of communication, trust, etc.
• Employees who are competent, likeable, and similar to leader in personality will most likely end up in leader’s ingroup. Lead
to higher retention.
13.2 WHY SOME LEADERS MORE EFFECTIVE THAN OTHERS?
• Leader Effectiveness – the degree to which leader’s actions result in the achievement of the unit’s goals, the continued
commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member
dyads.
• Leader Emergence – the process of becoming a leader in the first place. Traits are more predictive of emergence than
effectiveness.
• High conscientiousness and low agreeableness is linked to emergence, not effectiveness.
13.3 LEADER DECISION-MAKING STYLES
Defining the Styles
• Autocratic Style – leadership style in which leader makes the decision alone without asking for opinions or suggestions of
the employees in the work unit. Best for quick decisions.
o Best for insignificant decisions, unimportant employee commitment, least use of time
• Consultative Style – leader presents the problem to employees asking for their opinions and suggestions before making the
decision themselves.
• Facilitative Style – leader presents the problem to group and seeks consensus on a solution, making sure his own opinion
receives equal weight as everyone else. Other people’s insights could be startling.
• Delegative Style – leader gives employee the responsibility for making decisions within some set of specified boundary
conditions.
o Best when employees have good teamwork skills, not commit blindly to leader.
When are the styles most effective?
• Leaders have to consider whether employees will accept and commit to their decision. Participation increase job
satisfaction. But this is also time-consuming.
• Time-Driven Model of Leadership – leadership model in which the focus shifts away from autocratic, consultative,
facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations, and in which several
factors combine to make some decision-making styles more effective in a given situation and others less effective.
o Decision significance
o Importance of commitment
o Leader expertise
o Likelihood of commitment
o Shared objectives
o Employee expertise
o Teamwork skills
13.4 DAY-TO-DAY LEADERSHIP BEHAVIOURS
Initiating Structure – a pattern of behaviour in which the leader defines and structures the roles of employees in pursuit of goal
attainment.
